ANALYSIS OF ISO 9001:2015 QUALITY MANAGEMENT SYSTEM IMPLEMENTATION IN IMPROVING THE OPERATIONAL PERFORMANCE OF OUTSOURCING COMPANIES: A CASE STUDY OF PT TRISAKA

Abstract

This study aims to analyze the influence of implementing the ISO 9001:2015 Quality Management System (QMS) and its impact on the operational performance of PT. Trisaka Cilacap, an outsourcing company. The primary focus of the research includes how the clauses of ISO 9001:2015—such as the process approach, risk-based thinking, and continuous improvement—are integrated into the company's daily activities. In an era where business competition in the outsourcing sector is increasingly intense, service consistency has become the key to the company's sustainability.  The research method employed is a descriptive qualitative approach with a case study focus on PT Trisaka, a local outsourcing company operating in Cilacap, Central Java. Data were collected through field observations, in-depth interviews with management, and an analysis of internal documents related to Key Performance Indicators (KPIs). The data analysis technique utilizes gap analysis to measure the discrepancy between actual conditions and ISO standard requirements.The research findings indicate that the implementation of ISO 9001:2015 contributes significantly to the standardization of Standard Operating Procedures (SOPs), which has resulted in a reduction in operational error rates and an improvement in response times to client requests. Furthermore, the application of risk-based thinking assists the company in mitigating labor and legal risks before they become operational constraints.From a financial perspective, there is an increase in customer trust, reflected in growth in both turnover and profit. Overall, ISO 9001:2015 certification is not merely a symbol of compliance but a strategic instrument that enhances internal process efficiency and customer satisfaction, ultimately strengthening the company’s bargaining position in the outsourcing services market. In fact there are some contraints i. e. Employees stationed at client sites lack a comprehensive understanding of the workflow and objectives of ISO 9001:2015 implementation. The implementation of SOPs and KPIs is often inconsistent at the operational level, necessitating corrective adjustments to ensure alignment. Internal Audits are not conducted in a timely manner as they are frequently sidelined by the company's routine operational activities. Several documents remain outdated and continue to use legacy versions, failing to reflect current operational conditions and requirements. Policy changes within client companies—which are beyond the control of PT Trisaka—have led to contract amendments, resulting in a decline in the company's business value.